Multiple Choice
Identify the
letter of the choice that best completes the statement or answers the question.
|
|
|
1.
|
Strategy effectiveness and competitive success is dependent on which of the following
groups of competencies? a. | Change, planning, learning | b. | Content, change,
planning | c. | Content, change, learning | d. | Learning,
planning, content | | |
|
|
|
2.
|
Which
of the following competencies relates to functionality? a. | Providing
excellent quality which is recognized by customers | b. | Developing and
introducing new processes for cost savings and speedier decision-making | c. | Manage 'green'
issues to avoid crises or create competitive advantage | d. | Avoid business
failures by becoming and staying crisis averse | | |
|
|
|
3.
|
Doing
things right and doing the right things are also known as? a. | Efficiency and
effectiveness | b. | Strategic competency and congruence | c. | Strategic
competency and strategy creation | d. | Corporate strategy and synergy | | |
|
|
|
4.
|
Which
of the following elements of strategy affect the process of strategy creation and
implementation? a. | Synergy | b. | The strategic leader’s perspective on
strategy | c. | Structure | d. | Strategic
paradoxes | | |
|
|
|
5.
|
Miles
and Snow (1994) identify four main reasons for failure. Which of the following is one of those
reasons? a. | Lack of
competitive advantage | b. | Lack of strategy competency | c. | Lack of
strategic resources | d. | Poor judgement leading to poor, inappropriate strategic
decisions | | |
|
|
|
6.
|
How
does Checkland (1981) describe an organization? a. | A collection of people who are trying to act with
purpose | b. | Systems that comprise a collection of people who are trying to
act with purpose | c. | A collection of people that act with little
purpose | d. | A collection of systems and functions, inclusive of its
people | | |
|
|
|
7.
|
How
might an organization spot, create, and exploit new opportunities ahead of its
rivals? a. | Through managers
in the various businesses working together, sharing information and capabilities, helping each other,
and creating synergy. | b. | Through managers in the various businesses sharing information,
capabilities, and creating synergy. | c. | Through managers in the various businesses working together,
sharing information, and sharing capabilities. | d. | Through managers
in the various businesses working together to create strategic competencies for the organization in
order to pursue opportunities. | | |
|
|
|
8.
|
Which
of the following is not a competence recognized by Richardson and Thompson (1994)? a. | Strategic
thinking | b. | Managing paradoxes | c. | Innovative
climate | d. | Providing excellent quality | | |
|
|
|
9.
|
Which
of the following is not a recognized performance outcome for an organization? a. | Strong financial
performance | b. | Committed employees | c. | High level of
service | d. | Customer retention | | |
|
|
|
10.
|
If an
organization is to survive, which of the following is most essential? a. | Supernormal
profits | b. | Market share | c. | Meeting
stakeholder needs and expectation | d. | Meeting financial targets and satisfying
investors | | |
|